Description
After this lecture participants will be able to identify internal and external factors that affect strengths, weaknesses, opportunities and threats to activities or operations.
SWOT analysis
Project Cycle Management
-----
A short training course in project cycle management for
subdivisions of MFAR in Sri an!a
MFAR" #$%#&A and '('-FT)
Icelandic International
Development Agency (ICEIDA)
Iceland
United Nations University Fisheries
raining Programme (UNU!FP)
Iceland
Ministry o" Fisheries and
A#$atic %eso$rces (DFA%)
&ri 'an(a
$ontent of the lecture
*
#nternal and e+ternal factors
*
Major benefits of SWOT analyses
*
Types of resources
*
$reating a SWOT analysis using post harvest
losses as a case study
earning objectives
*
After this lecture participants ,ill be able to
identify internal and e+ternal factors that affect
strengths" ,ea!nesses" opportunities and
threats to activities or operations
SWOT
*
A ,idely used frame,or! for organi-ing and
using data and information gained from situation
analysis
*
%ncompasses both internal and e+ternal
environments
*
One of the most effective tools in the analysis of
environmental data and information
SWOT description
*
A SWOT analysis generates information that is
helpful in matching an organi-ation.s or a group.s
goals" programs" and capacities to the social
environment in ,hich they operate
*
#t is an instrument ,ithin strategic planning
*
When combined ,ith a dialogue" it is a
participatory process
SWOT
*
Factors affecting an organi-ation can usually be
classified as/
*
Internal factors
0
Strengths 1&2
0
Wea!nesses 1)2
*
External factors
0
Opportunities 1*2
0
Threats 12
Strengths
Opportunities
Weaknesses
Threats
SWOT/ internal factors
*
Strengths
0
)ositive tangible and intangible attributes" internal to
an organi-ation3 They are ,ithin the organi-ation.s
control
*
Weaknesses
0
Factors that are ,ithin an organi-ation.s control that
detract from its ability to attain the core goal3 #n ,hich
areas might the organi-ation improve4
SWOT/ e+ternal factors
*
Opportunities
0
%+ternal attractive factors that represent the reason for
an organi-ation to e+ist and develop3 What
opportunities e+ist in the environment ,hich ,ill propel
the organi-ation4
0
#dentify them by their 5time frames6
*
Threats
0
%+ternal factors" beyond an organi-ation.s control"
,hich could place the organi-ation.s mission or
operation at ris!3 The organi-ation may benefit by
having contingency plans to address them should they
occur
0
$lassify them by their 5seriousness6 and 5probability of
occurrence6
For the e+ternal factors
M$st
plan
"or
Minim$m
reso$rces i"
any
Maintain
"le+i,ility in
plan
Forget
it
7igh
o,
7igh
o,
Pro,a,ility o"
occ$rrence
&erio$sness o" Impact
$reate a plan of action
*
What steps can you ta!e to/
0
$apitali-e on your strengths
0
Overcome or minimi-e your ,ea!nesses
0
Ta!e advantage of some ne, opportunities
0
Respond to the threats
*
Set goals and objectives" li!e ,ith any other plan
Major benefits of SWOT analyses
*
Simplicity
*
Fle+ibility
*
#ntegration and synthesis
*
$ollaboration
*
o,er costs
For a productive SWOT analysis
*
Stay focused3 8e specific and avoid grey areas3
9eep your s,ot short and simple3 Avoid
comple+ity and over analysis
*
$ollaborate ,ith other functional areas
*
%+amine issues from the customers.:
sta!eholders. perspective
*
oo! for causes" not characteristics
*
Separate internal issues from e+ternal issues
Stay focused
*
#t can be a mista!e to complete just one generic
SWOT analysis for the entire organi-ation
*
When ,e say SWOT analysis" ,e mean SWOT
analyses
$ollaborate ,ith
other functional areas
*
#nformation generated from the SWOT analysis
can be shared across functional areas
*
SWOT analysis can generate communication
bet,een managers that ordinarily ,ould not
communicate
0
$reates and environment for creativity and innovation
%+amine issues from
sta!eholders. perspectives
*
To do this" the analyst should as!/
0
What do sta!eholders 1and non-sta!eholders2 believe
about us as an organi-ation4
0
What do sta!eholders 1and non-sta!eholders2 thin! of
our product ;uality" service ;uality" customer service"
price" overall value" convenience" and promotional
messages in comparison to our competitors4
0
What is the relative importance of these issues as
sta!eholders see them4
*
Ta!ing the sta!eholders. perspective is the
cornerstone of a ,ell done SWOT analysis
oo! for causes not characteristics
*
$auses for each issue in a SWOT analysis can
often be found in the organi-ation.s and
competitors. resources
*
Major types of resources/
0
Financial
0
Organi-ational
0
#ntellectual
0
#nformational
0
egal
0
Relational
0
7uman
0
Reputation
Separate internal
and e+ternal issues
*
Failure to understand the difference bet,een
internal and e+ternal issues is one of the major
reasons for a poorly conducted SWOT analysis
0
9no, yourself
0
9no, your customer:sta!eholder
0
9no, your competitors
0
9no, your environment
The elements of a SWOT analysis
*
Strengths and weaknesses
0
Scale and cost economies
0
Si-e and financial resources
0
#ntellectual" legal" and value of reputation
*
Opportunities and threats
0
Trends in the competitive environment
0
Trends in the technological environment
0
Trends in the socio-cultural environment
SWOT-driven planning
After this lecture participants will be able to identify internal and external factors that affect strengths, weaknesses, opportunities and threats to activities or operations.
SWOT analysis
Project Cycle Management
-----
A short training course in project cycle management for
subdivisions of MFAR in Sri an!a
MFAR" #$%#&A and '('-FT)
Icelandic International
Development Agency (ICEIDA)
Iceland
United Nations University Fisheries
raining Programme (UNU!FP)
Iceland
Ministry o" Fisheries and
A#$atic %eso$rces (DFA%)
&ri 'an(a
$ontent of the lecture
*
#nternal and e+ternal factors
*
Major benefits of SWOT analyses
*
Types of resources
*
$reating a SWOT analysis using post harvest
losses as a case study
earning objectives
*
After this lecture participants ,ill be able to
identify internal and e+ternal factors that affect
strengths" ,ea!nesses" opportunities and
threats to activities or operations
SWOT
*
A ,idely used frame,or! for organi-ing and
using data and information gained from situation
analysis
*
%ncompasses both internal and e+ternal
environments
*
One of the most effective tools in the analysis of
environmental data and information
SWOT description
*
A SWOT analysis generates information that is
helpful in matching an organi-ation.s or a group.s
goals" programs" and capacities to the social
environment in ,hich they operate
*
#t is an instrument ,ithin strategic planning
*
When combined ,ith a dialogue" it is a
participatory process
SWOT
*
Factors affecting an organi-ation can usually be
classified as/
*
Internal factors
0
Strengths 1&2
0
Wea!nesses 1)2
*
External factors
0
Opportunities 1*2
0
Threats 12
Strengths
Opportunities
Weaknesses
Threats
SWOT/ internal factors
*
Strengths
0
)ositive tangible and intangible attributes" internal to
an organi-ation3 They are ,ithin the organi-ation.s
control
*
Weaknesses
0
Factors that are ,ithin an organi-ation.s control that
detract from its ability to attain the core goal3 #n ,hich
areas might the organi-ation improve4
SWOT/ e+ternal factors
*
Opportunities
0
%+ternal attractive factors that represent the reason for
an organi-ation to e+ist and develop3 What
opportunities e+ist in the environment ,hich ,ill propel
the organi-ation4
0
#dentify them by their 5time frames6
*
Threats
0
%+ternal factors" beyond an organi-ation.s control"
,hich could place the organi-ation.s mission or
operation at ris!3 The organi-ation may benefit by
having contingency plans to address them should they
occur
0
$lassify them by their 5seriousness6 and 5probability of
occurrence6
For the e+ternal factors
M$st
plan
"or
Minim$m
reso$rces i"
any
Maintain
"le+i,ility in
plan
Forget
it
7igh
o,
7igh
o,
Pro,a,ility o"
occ$rrence
&erio$sness o" Impact
$reate a plan of action
*
What steps can you ta!e to/
0
$apitali-e on your strengths
0
Overcome or minimi-e your ,ea!nesses
0
Ta!e advantage of some ne, opportunities
0
Respond to the threats
*
Set goals and objectives" li!e ,ith any other plan
Major benefits of SWOT analyses
*
Simplicity
*
Fle+ibility
*
#ntegration and synthesis
*
$ollaboration
*
o,er costs
For a productive SWOT analysis
*
Stay focused3 8e specific and avoid grey areas3
9eep your s,ot short and simple3 Avoid
comple+ity and over analysis
*
$ollaborate ,ith other functional areas
*
%+amine issues from the customers.:
sta!eholders. perspective
*
oo! for causes" not characteristics
*
Separate internal issues from e+ternal issues
Stay focused
*
#t can be a mista!e to complete just one generic
SWOT analysis for the entire organi-ation
*
When ,e say SWOT analysis" ,e mean SWOT
analyses
$ollaborate ,ith
other functional areas
*
#nformation generated from the SWOT analysis
can be shared across functional areas
*
SWOT analysis can generate communication
bet,een managers that ordinarily ,ould not
communicate
0
$reates and environment for creativity and innovation
%+amine issues from
sta!eholders. perspectives
*
To do this" the analyst should as!/
0
What do sta!eholders 1and non-sta!eholders2 believe
about us as an organi-ation4
0
What do sta!eholders 1and non-sta!eholders2 thin! of
our product ;uality" service ;uality" customer service"
price" overall value" convenience" and promotional
messages in comparison to our competitors4
0
What is the relative importance of these issues as
sta!eholders see them4
*
Ta!ing the sta!eholders. perspective is the
cornerstone of a ,ell done SWOT analysis
oo! for causes not characteristics
*
$auses for each issue in a SWOT analysis can
often be found in the organi-ation.s and
competitors. resources
*
Major types of resources/
0
Financial
0
Organi-ational
0
#ntellectual
0
#nformational
0
egal
0
Relational
0
7uman
0
Reputation
Separate internal
and e+ternal issues
*
Failure to understand the difference bet,een
internal and e+ternal issues is one of the major
reasons for a poorly conducted SWOT analysis
0
9no, yourself
0
9no, your customer:sta!eholder
0
9no, your competitors
0
9no, your environment
The elements of a SWOT analysis
*
Strengths and weaknesses
0
Scale and cost economies
0
Si-e and financial resources
0
#ntellectual" legal" and value of reputation
*
Opportunities and threats
0
Trends in the competitive environment
0
Trends in the technological environment
0
Trends in the socio-cultural environment
SWOT-driven planning